there is a fear that if their staff take part in courses and experience other situations, these may represent the possibilities of finding new jobs. On the other hand, it may also be a pure economic question, saving money on staff training. Our work is of a purely qualitative nature and people need to be extremely competent in order to carry out the tasks to a high level. Personnel who take part in specialized or refresher courses do not usually leave the company, exactly because not many other companies allow their staff to participate in preparatory courses. Therefore, if they were to leave, it is probably because they have little to offer the group, or they have experienced some sort of unease, which could be damaging to the rest of the group.

Q: I have noticed that many of the people that work in this sector, or maybe also other service sectors, are predominantly women.

A: Yes, it is true. In our group 80% of the staff are women. I believe I know why this is. Women tend to look for jobs while men search for professions. Women want to
bear fruit to their studies, and to do this look for any post in order to enter the workplace and to gradually transform the post into a profession. At the end of two weeks, a woman is usually able to be operational and have an overall picture of the situation, even if still not complete, and of the work required of her. Men, on the other hand, take a little longer to become self-sufficient, even if in the end they are equally able and effective. Let’s say that the female approach is more emphatic and collaborative within the group.

Q: It was my intention to do an interview about your services, but we seem to
have entered into social-phsicological vein.

A: That is inevitable. People with whom we work are precious assets, not just because they are individuals but also because thanks to their spontaneous involvement and collaboration the whole group is able to grow and stand out in the marketplace. I believe that you have to recognise not only the weaknesses but also the strengths of each person. Obviously there has to also be the strengths, otherwise the group would autonomously eject the person, but knowing peoples weaknesses helps to install a more positive relationship.

One becomes conscious of what to say and how to say it, how to relate to the individual and organize the tasks needed. It is easy to understand how a person managing a large or small group must have a strong physiological sensibility, apart from a good background in the sociology or work.  They must know when to intervene or when not to intervene, if no intervention would resolve the situation alone.  This is the strength of the group. There is a subtle sense of equilibrium that spreads through the group. If a person is not accepted well, the group will cut them off and isolate them. This is what happens to people who do not participate with others in the workplace, trying to avoid any assignment and not putting themselves forward to assist or collaborate with other colleagues, or even people who are not well prepared and are considered unreliable. In these cases sometimes one can intervene, providing guidance to the individual, but sometimes there are no other solutions for these individuals if they are unable to modify their conduct or attempt external alternatives. 

Q: Your group is well established with both Italian and international companies. How did you achieve this?

A: Firstly, via a robust effort on my part. I obtained this “in the field”, working together with my group, and having the esteem of my staff, who see in me not just a boss, but also an expert in the sector. The “trick” is to be fully acquainted with all aspects of the work of the company, keep constantly informed, and benefit from people who, within their individual sector, are much better and more prepared in their sector that I am. In addition, it is important to conquer the esteem of each individual within the organization. One must feel that one is working for a respected company, where others can enter, all set for the energy and efficiency of rapid and spot on decisions.

Q: How will you further develop and strengthen your organization?

A: That is it: strengthen. I think it is important, particular in this period, that people feel safe in their jobs. All my staff has full time contracts. This gives them security, allows them to work with greater energy and serenity, certain of their role, and satisfied with their efforts. This is the correct attitude to create in a workplace.
As for development, we have recently opened an office in Milan. However, we will have to wait and see how thinks evolve.

Q: In order to do all this do you need numerous resources?

A: I believe that my principal resources are ideas. If ideas are missing, one can run an activity that one has created for a while, but then there will be a decline. My neurosis – sometimes very useful – will not allow me to take the easiest and most trodden path. Let’s leave our conversation here. There are many other things I would like to ask, not just about the details of the work, but also many other aspects. I would like to thank my friend Sante Di Renzo for this interview, and hope that it may be of use to someone.

Francesca Garofoli